www.canadiangovernmentexecutive.ca Publication Mail Registration Number: 40052410 THE MAGAZINE FOR PUBLIC SECTOR DECISION MAKERS OCTOBER/NOVEMBER 2022 INSIDE: 0 9 10 61399 70471 $5.00 Display until December 10 VOLUME 28 | NUMBER 4 IMPORTANCE OF INCREASED SUPPLIER PARTICIPATION AND HOW GOVERNMENT AGENCIES CAN ACHIEVE IT IT’S A PIVOTAL MOMENT FOR THE WORKFORCE — AND CANADA’S PUBLIC SECTOR CAN MAKE THE MOST OF IT A PRIMER ON UPCOMING SCENARIOS IN CANADIAN POLITICS HEADING FOR THE RAPIDS?
MODERNIZE WITH THE CLOUD THAT COMES TO YOU Should you move all your apps and data to the cloud? You can choose not to choose with HPE GreenLake – the platform that brings the cloud to you. Learn how at greenlake.hpe.com.
October/November 2022 // Canadian Government Executive / 3 CONTENTS 6 Heading For the Rapids? A primer on upcoming scenarios in Canadian politics By Michael Wernick 10 Importance of increased supplier participation and how Government agencies can achieve it By Mark Eigenbauer 13 Open hybrid multicloud for government: Finding success with the right roadmap and industry partners By Bob Conlin 14 It’s a pivotal moment for the workforce — and Canada’s public sector can make the most of it By Kathy Parker, Laura Wood and Stefanie Couture 18 Navigating a Digital Future in the Public Sector By Greg Chappell 20 Align vision, policy, and strategy By John Wilkins 22 ERM in a precipitous moment By Marilyn Preston 24 Developing better government products faster in uncertain times By Alexander McKenna 26 Build teamwork as virtual organizations By John Wilkins 28 National Security, Racialized Communities & Artificial Intelligence By Jeffrey Roy 30 What’s happening to cohesion in Canada? By Lori Turnbull 14 It’s a pivotal moment for the workforce CGE ONLINE: Letters We welcome feedback on articles and story ideas. Email marcello@promotivemedia.ca About the Cover Heading For the Rapids? A primer on upcoming scenarios in Canadian politics It’s in the Archives Missed an issue? Misplaced an article? Visit www.canadiangovernmentexecutive.ca for a full archive of past CGE issues, as well as online extras from our many contributors. S E R I E S
OUR MISSION IS TO CONTRIBUTE TO EXCELLENCE IN PUBLIC SERVICE MANAGEMENT EDITORIAL DEPUTY EDITOR | LORI TURNBULL lori@promotivemedia.ca MANAGING EDITOR | TERRI PAVELIC terri@promotivemedia.ca COLUMNISTS | MICHAEL WERNICK MARK EIGENBAUER KATHY PARKER LAURA WOOD STEFANIE COUTURE MARILYN PRESTON ALEXANDER MCKENNA JEFFREY ROY JOHN WILKINS EDITORIAL ADVISORY BOARD DENISE AMYOT, PENNY BALLANTYNE, JIM CONNELL, MICHAEL FENN, LANA LOUGHEED, JOHN MILLOY, VIC PAKALNIS, ROBERT SHEPHERD, ANDREW TREUSCH, DAVID ZUSSMAN SALES & EVENTS DIRECTOR, CONTENT & BUSINESS DEVELOPMENT | DAVID BLONDEAU 905-727-3875 david@promotivemedia.ca ART & PRODUCTION ART DIRECTOR | ELENA PANKOVA elena@promotivemedia.ca SUBSCRIPTIONS AND ADDRESS CHANGES CIRCULATION SERVICES | circulation@promotivemedia.ca GENERAL INQUIRIES 21374, 2nd Concession Rd, East Gwillimbury, ON, L9N 0H7 Phone 905-727-3875 Fax 905-727-4428 www.canadiangovernmentexecutive.ca CORPORATE GROUP PUBLISHER | J. RICHARD JONES john@promotivemedia.ca Publisher’s Mail Agreement: 40052410 ISSN 1203-7893 Canadian Government Executive magazine is published 6 times per year by Navatar Press. All opinions expressed herein are those of the contributors and do not necessarily reflect the views of the publisher or any person or organization associated with the magazine. Letters, submissions, comments and suggested topics are welcome, and should be sent to lori@promotivemedia.ca REPRINT INFORMATION Reproduction or photocopying is prohibited without the publisher’s prior written consent. High quality reprints of articles and additional copies of the magazine are available through circulation@promotivemedia.ca. Privacy Policy: We do not sell our mailing list or share any confidential information on our subscribers. We acknowledge the financial support of the Government of Canada through the Canada Periodical Fund (CPF) for our publishing activities. www.canadiangovernmentexecutive.ca 4 / Canadian Government Executive // October/November 2022 WEB Welcome to the latest issue of Canadian Government Executive magazine. Thanks very much for picking it up. This issue covers a number of key themes affecting the public sector. In our opening piece, Jarislowsky Chair in Public Sector Management Michael Wernick offers his thoughts on a range of political scenarios that could take shape in the coming months and years. Also in this issue, Mark Eigenbauer discusses the implications of increased supplier participation in public procurement. Parker, Wood, and Couture write about the future of public sector work and the range of challenges facing government organizations. Marilyn Preston talks about the importance of risk management at this critical moment as we move (hopefully) toward a post-COVID era. Alexander McKenna offers an analysis of how governments can offer better products and service at quicker speeds. John Wilkins writes about the future of teamwork and contributing writer Dr. Jeff Roy focuses on national security, artificial intelligence, and racialized communities. Each of these pieces takes a forward-looking lens on a topic of importance to the public sector. We hope that this issue stimulates your thinking on these topics. Please don’t hesitate to drop us a line to tell us what you’d like to see covered, or – even better – Tweet at me at @LoriLturnbul. Happy reading! Dr. Lori Turnbull Deputy Editor, Canadian Government Executive EDITOR’S NOTE
VANGUARDCANADA.COM/C4ISR2023 For more information, contact: David Blondeau at 905-841-7389 or david@promotivemedia.ca January 25-26, 2023 9th Annual Conference Presented by SAVE THE DATE Register Now
Heading For the Rapids? A PRIMER ON UPCOMING SCENARIOS IN CANADIAN POLITICS OCTOBER 2022 – CHECK IN A FEW YEARS AGAINST HOW IT TURNS OUT! 6 / Canadian Government Executive // October/November 2022 CANADIAN POLITICS BY MICHAEL WERNICK
October/November 2022 // Canadian Government Executive / 7 CANADIAN POLITICS Yes, we just had an election a year ago and, in March 2022, the governing Liberals secured a “supply and confidence agreement” with the NDP that is intended to keep them in power until the fixed election date of October 20, 2025. The Conservatives just finished a leadership race that selected frontrunner Pierre Poilievre as the winner. In theory the next three years should be a window of relative stability, an opportunity to get things done, or at least to wrestle with the big challenges of the day. Nevertheless, it isn’t too early to cast an eye to the far horizon and the scenarios for the period just before and just after the next federal election. About a year from now this kind of forecasting will move from providing filler for political pundits to serious planning by a myriad of associations and lobbyists, and by teams within the public service who think about being ready for the next mandate. What follows is a scan of eight main scenarios. It doesn’t worry about who the leaders are, nor does it attempt to weigh all the factors that will shape the election outcome. For example, where will the economy be in 2025? Will the pandemic have settled into something less malevolent or come roaring back with new variants? Will Donald Trump be back in the White House? How did the war in Ukraine turn out? Rather, it is a look at the outcomes and their implications for governing. Spoiler alert: it doesn’t look promising. The least likely scenarios are a four-year window of stability and there is a good chance of a period of considerable turbulence. Canada may be running the rapids from 2024 to 2026 with lurches in policy and priorities and political leaders who focus on week-to-week survival. The following doesn’t attempt to assign probabilities to each scenario. I leave that to you. 1) TRUDEAU 4.0 Justin Trudeau revives his party’s flagging poll numbers and with a bit of fortune in close races achieves a fourth mandate – a slim majority, or close enough that he can govern without being beholden to one other party, as he did in his second mandate. The issue of succession moves to the window around 2028 and the incumbent government embarks on another cycle of governing. 2) NEW SHADE OF RED Justin Trudeau steps down in 2024 and his successor as leader is able to secure that fourth mandate – a rare feat but not unknown. Kathleen Wynne won Ontario after three terms by Dalton McGuinty. John Turner and Kim Campbell couldn’t pull this off. As we saw when Paul Martin followed Jean Chretien in 2003, the new Liberal PM may be anxious to demonstrate differentiation rather than continuity in the lead up to 2025. Like Paul Martin’s, the new Liberal government may last only a couple of years, leading to another election in 2027. 3) DEEP BLUE Conservative leader Pierre Poilievre is able to keep the factions in his party aligned, minimize defections, keep Max Bernier’s Peoples Party in check, and catch a wave of “time for a change”. This is more or less similar to Mulroney’s victory in 1984, Chretien’s in 1993, and Trudeau’s in 2015. The main countervailing forces to a Conservative majority would be the table of 13 Premiers and the Senate, which will be dominated by Trudeau appointees. For reference, look up Brian Mulroney’s appointment of eight extraordinary Senators in September 1990 in order to pass sales tax reform for a reminder of past confrontations. For the political scientists, there are two variants of this - one where the Liberals are soundly rejected, as the Conservatives were in 1993 and the Liberals in 2011. The NDP becomes the leading Opposition Party, with implications for post 2025 politics. – and a second where the Liberals What follows is a scan of eight main scenarios. It doesn’t worry about who the leaders are, nor does it attempt to weigh all the factors that will shape the election outcome. For example, where will the economy be in 2025?
8 / Canadian Government Executive // October/November 2022 CANADIAN POLITICS salvage a decent showing and start plotting their comeback or seriously consider a merger with the NDP. Don’t forget both the Conservatives and the Liberals outlived the obituaries written for them at the time of their defeats and eventually returned to power. Meanwhile, post 2025 the Conservatives press on with governing through four sessions of Parliament and four federal budgets. 4) PALE BLUE The wave of change doesn’t carry the Conservatives to a majority (Harper in 2006) and a new Conservative PM surveys a House of Commons where only the Bloc Quebecois may be amenable to deal-making. There may be a few Peoples Party MPs that can be induced to cross the floor or vote with the government or even a few Liberals (Google David Emerson January 2006) or perhaps a few dissident Conservatives who bolted after the leadership was decided back in 2022. Whether this provides a platform for stable government depends on the arithmetic in the House of Commons and the perceived strength of mandate and momentum. Like Harper in 2006, the new Conservative PM may be able to bluff his way through for about two years and try to engineer a victory in 2027. On the other hand, the new Conservative government may be as short lived as Joe Clark’s 1979 minority government and another election could follow in 2026. Any number of issues could bring the other parties together to defeat them. 5) DOUBLE BLUE The arithmetic of the post-2025 House of Commons leaves Conservative plus BQ as the only workable majority. They find common ground in rolling back the federal government. The new government focuses on federal spending programs and regulatory laws, reduces conditionality on federal transfers to the provinces and turns over much of environmental assessment to the provinces. For the Conservatives they achieve smaller government and the BQ achieves greater autonomy for Quebec. Premiers will line up on different sides on whether this is a good direction for the federation and the Senate becomes a key battleground. 6) ORANGE - BUT NOT CRUSH Somewhere in the course of the 2025 campaign many voters who had voted Liberal before conclude they want a change, but not the one the Conservatives are offering, and the tide carries the NDP to the most seats. A majority is possible, but a minority more likely. The new NDP PM surveys the arithmetic of the new House of Commons. His options are to form a real coalition with the battered Liberals, inviting some to join his Cabinet, or to flip over the confidence and supply agreement of 2022 into to a new one that secures a period for an NDP Cabinet to move ahead on incomplete initiatives like pharmacare. A key for the NDP would be whether to spend precious time and political capital on electoral reform, which could lead to a national referendum as soon as late 2026. (look up the BC referendum of 2018).
October/November 2022 // Canadian Government Executive / 9 CANADIAN POLITICS 7) FAILURE TO LAUNCH The Conservatives come out with the most votes and seats and do start to form a government because the Opposition feels it has no choice but to concede. The Conservatives may name a Cabinet, fire some people, appoint others and take actions within the powers of the executive. The new PM may even get to represent Canada at an international summit or two. However, by the time they are able to convene Parliament the “progressive” Opposition parties have sorted out their leadership, agreed on a common agenda and mustered the courage to immediately defeat the new government. This was the fate of Ontario Premier Eves in 1985, BC Premier Christy Clark in 2017 and New Brunswick Premier Brian Gallant in 2018. One variant of this collision leads to a second election in 2026 , but with the zombie Conservative government holding the executive levers. We will be discussing the “convention of restraint”. A second variant is that after defeating the Conservatives the Opposition parties form a viable government that is able to start up Parliament, table a budget and a few key bills and then calls an early election to secure a full mandate. Either way the winter and spring of 2026 are turbulent. 8) CONTESTED VICTORY The first past the post system could generate an outcome where the Conservatives win the largest share of votes and the largest number of seats but do not get to form a government. If the Liberals and NDP together have a majority of MPs and can agree that the incumbent Liberal PM should carry on, they can convene the House and present a Speech From the Thone to it, asserting the Westminster principle that what counts is securing confidence of the House. The PM going into the election would still be the PM while this unfolds. This scenario would have already been discussed, heatedly, during the election campaign and party leaders could have already pronounced on it, reducing their flexibility. It raises some unpleasant scenarios where the Conservatives do not accept the outcome gracefully. They may challenge the count in certain constituencies, demand the right to form the government and assert that any other Parliamentary configuration would be a “stolen election” or “undemocratic”. We would talk a lot about “convention” and “legitimacy”. The ugliness we saw in Ottawa in February 2022 may return on a bigger scale. GOVERNING Each of these eight scenarios has implications for policy directions. The election campaign in 2025 will have a lot of influence on the post election agenda but it won’t be binding. Once in power governments may choose to drop commitments or to do things they didn’t talk about during the campaign. Check against delivery. Stuff happens and a lot of governing is responding to shocks and surprises: Stephen Harper encountered a global financial crisis after his win in 2008 and Justin Trudeau faced a sudden global pandemic after his win in 2019. Some of these scenarios are more interesting for those of us who are interested in governance and institutions. They may revive pressure for electoral reform, or Senate reform or abolition. Who knows, the role of the monarchy may suddenly come into focus with the death of the Queen. Some scenarios may lead to redrawing the shape of our federation, again. For everyone who works for or around the federal government there is a good chance that rapids lie ahead. Look ahead and hang on tight. Michael Wernick, Jarislowsky Chair in Public Sector Management, University of Ottawa The least likely scenarios are a four-year window of stability and there is a good chance of a period of considerable turbulence. Canada may be running the rapids from 2024 to 2026 with lurches in policy and priorities and political leaders who focus on week-to-week survival.
BY MARK EIGENBAUER ACCORDING TO A GOVERNMENT OF CANADA REPORT, PUBLIC PROCUREMENT ACCOUNTS FOR 15% OR MORE OF A COUNTRY’S GROSS DOMESTIC PRODUCT (GDP). 10 / Canadian Government Executive // October/November 2022 PERFORMANCE It’s incumbent on government agencies to maximize the value of every dollar spent on the procurement of goods and services. After all, these dollars come from hard-working taxpayers who’ve been battered for two plus years by a pandemic and economic hardships that include dramatic cost of living increases. Politicians and government officials are under increasing scrutiny for how they spend tax dollars, especially during this period of post-Covid economic recovery. Economists will tell you that a proven way for the government to extract maximum value for the money they spend is to create healthy competition for those tax dollars. Competition can unlock better prices and higher quality services from suppliers. Therefore, the goal of effective procurement should be to invite the participation of as many qualified suppliers as possible. Competition - An undeniable advantage Public/private partnerships are critical for rebuilding economies as we emerge from two plus years of pandemic battering. By increasing supplier participation, governments can stimulate three essential elements of effective procurement: 1. Stronger and more resilient supply chains 2. Greater cost savings 3. Propagating constant innovation There is a direct correlation between cost efficiency in procurement and increased supplier participation. Having more qualified suppliers drives down prices, ensures that higher quality goods and services are being sourced, and pushes suppliers to experiment and leap-frog development of new technologies in order to be considered for public contracts. IMPORTANCE OF INCREASED SUPPLIER PARTICIPATION AND HOW GOVERNMENT AGENCIES CAN ACHIEVE IT
October/November 2022 // Canadian Government Executive / 11 PERFORMANCE While there is reason for optimism that we are at the beginning of the end of the Covid-19 pandemic, there are also potential headwinds for economic recovery such as supply chain disruptions. Experts suggest the worst of the supply chain disruptions is behind us, but the reality is that recovery will likely continue through 2022 and the start of 2023. However long the disruptions take to resolve, governments need to imbue resiliency in rebuilding supply chains for the future. Having a larger pool of reliable, predictable suppliers is necessary to build a strong and resilient supply chain network that will compete for important public contracts. Government tax dollars for public contracts can also be considered an important lifeline for new start-up businesses and entrepreneurs born of the pandemic who are focused on developing new kinds of products and services delivered in technologically innovative ways. The way forward: eprocurement solutions built for public sector While the benefits of an expanded network of qualified suppliers seem obvious, many government agencies struggle to find effective ways to increase supplier participation. The PSPC mandate’s commitment led to the launch of a cloud-based electronic procurement solution for federal public sector organizations, but provincial and sub-provincial government agencies continue to adopt their own procurement policies. As a result, reliance on redundant manual processes is still a problem, moreover, even if the agencies have a basic esourcing solution, lack of correct eprocurement tools prevents their full transformation. The use of eprocurement tools and technology built for the public sector can enhance inclusion and promote innovation by providing streamlined access to a larger supplier ecosystem. These tools make it easier to do business with the public sector and facilitate better understanding of the complicated and stringent government regulations meant to ensure compliance. Proper eprocurement infrastructure allows governments to find suppliers outside of their traditional and immediate geographical constraints thus increasing the amount of potential competition. The same principle applies to suppliers who can use these tools to find more opportunities to bid on public contracts. Eprocurement marketplaces also encourage both the public and private sectors to further embrace collaboHaving a larger pool of reliable, predictable suppliers is necessary to build a strong and resilient supply chain network that will compete for important public contracts. Government tax dollars for public contracts can also be considered an important lifeline for new start-up businesses and entrepreneurs born of the pandemic who are focused on developing new kinds of products and services delivered in technologically innovative ways.
12 / Canadian Government Executive // October/November 2022 PERFORMANCE ration, generating new streams of revenue for suppliers and increased cost savings for government agencies. Eprocurement solutions also help with government accountability to taxpayers by promoting better tracking of spending through centralized procurement procedures. Furthermore, they can also streamline the vetting of qualified supplier candidates by providing government agencies with sophisticated data and insights that can help them navigate through complexities and mitigate potential risks within supplier pools. Lastly, digital procurement tools add an important layer of security, allowing government procurers to detect cybersecurity threats or fraudulent suppliers much earlier and more efficiently by alerting them to clear warning signs. Need for increased supplier participation When it comes to procurement, government agencies need to build a more competitive and diverse pool of suppliers if they want to protect public value. The benefits and opportunities that come from healthy competition between a large network of suppliers are too important for governments to ignore. Harnessing the power of eprocurement solutions will enable governments to take full advantage of these opportunities all while creating more efficiency within their procurement teams. Mark Eigenbauer, President, eprocurement, mdf commerce The PSPC mandate’s commitment led to the launch of a cloudbased electronic procurement solution for federal public sector organizations, but provincial and subprovincial government agencies continue to adopt their own procurement policies.
Pragmatic leaders are choosing an open confidential computing hybrid multicloud approach, embracing multiple interoperable platforms that offer the combined security, reduced cost of ownership and flexibility required. As government leaders consider which workloads are mature enough to move, they are looking for cloud providers that can deliver on industry-specific operational requirements and allow for interoperable platforms. With the right roadmap and industry partnerships, Canadian government organizations can reap the many benefits of an open, hybrid multicloud environment – flexibility, scalability, security and agility – and successfully transform themselves into agile organizations fueled by data, guided by AI insights, and built for change. As we enter the third year of this global pandemic, Canadian government organizations are contending with what is likely a permanent shift to a hybrid workplace. Meanwhile, the demand for modern digital solutions to better serve Canadians continues to soar. Amidst these challenges, Canada’s public service is facing everchanging workforce dynamics. Never has there been a more crucial time to leverage industry partnerships to convert a digital ambition into a roadmap – one that addresses citizen and workforce demands while meeting stringent standards for security, privacy, confidentiality, and compliance. It is no secret that many legacy government systems are falling short with their inability to support information sharing across an extended ecosystem, AI-powered processes, or intelligent workflows. In response, the Canadian government is accelerating its cloud-first mandate. IT decision-makers agree that the scalability and agility of cloud-based, interoperable operating environments – with security and compliance at their core – can equip governments with the agility, flexibility, security, and speed to rapidly respond to change. The benefits of moving to an open, hybrid multicloud infrastructure are clear. Yet, due to security, compliance, and privacy concerns, only a small percentage of mission-critical, regulated government workloads have shifted to cloud. Overcoming hurdles with confidential computing According to a recent IBV report called “Government on open hybrid multicloud,” most government organizations understand the benefits of an open, hybrid multicloud approach. In the face of stringent regulatory, privacy and security concerns, their focus is shifting from “why” to the more complicated issue of “how.” An open, hybrid multicloud environment based on confidential computing is ideally suited for the government ecosystem, enabling digital transformation alongside high security, privacy, data protection, and compliance requirements. It gives governments the freedom to securely extend beyond their data centers and into cloud services without restricting them to a single technical solution platform or provider. Confidential computing makes secure information sharing possible As data spreads to the edge – thanks to mobile devices — combatting data breaches is only becoming more complex. According to a report from IBM Security, the average cost of a data breach in Canada was $6.75 million per incident in 2021. Confidential computing protects highly sensitive data while removing barriers to information sharing. Data is isolated in a protected enclave during processing where it is only accessible to authorized code and invisible to anyone else, even the cloud provider. Confidential computing is like conducting data processing in a bank vault, where sensitive, unencrypted data is protected from malicious attack, even while in use. Adoption of confidential computing across all clouds allows governments to confidently move sensitive data sets from on-premises IT infrastructure into a modern cloud platform. Reap the benefits with the right roadmap and industry partners In a government services landscape marked by data proliferation and security threats, choosing the right path forward can be challenging. Legacy systems often don’t support extended ecosystem engagement, AI-powered systems and processes, and intelligent workflows. OPEN HYBRID MULTICLOUD FOR GOVERNMENT: October/November 2022 // Canadian Government Executive / 13 Sponsored Content PERSPECTIVE • Hybrid, multi cloud solutions, infrastructure and application modernization • A full lifecycle partner who can help create an open, secure platform while maintaining Canadian data sovereignty • IBM Cloud Protected-B status for secure management of sensitive data and applications • Services for Federal, Provincial, Municipal, and Crown corporations IBM CIC in Ottawa-Gatineau now open for business, providing: Finding success with the right roadmap and industry partners By Bob Conlin, MD Federal Government, IBM Canada
It’s a pivotal moment for the workforce 14 / Canadian Government Executive // October/November 2022 BY KATHY PARKER, LAURA WOOD AND STEFANIE COUTURE WORKFORCE and Canada’s publ ic sector can make the most of i t It’s true that the government fell behind on the complicated project of digital transformation—until it leapt forward five to ten years in 18 months. If there’s one thing the past few years have made clear, it’s how imperative it is for organizations across the public sector to invest in technological and operational transformation. That investment will make the difference in recruiting, supporting and retaining the workforce of the future. We’ve been following the changes and challenges that government organizations are facing as they strive to adapt to the new world of work.
How can organizations embrace the future of work? • On the one hand, what goes into fostering a culture of excellence and cultivating happy, fulfilled and engaged employees? • On the other hand, what does it take to make the most of financial and operational changes related to an organization’s real estate footprint, digital transformation and talent costs? For leaders, managers and employees across the public service, these questions are top of mind at this critical moment. These cultural and financial concerns are deeply interconnected, now more than ever. And both can be addressed by making the right investments in empowering people, right now. October/November 2022 // Canadian Government Executive / 15 WORKFORCE On the same team: employees and leaders both want what’s best Across all sectors, public and private, the problems of diminishing employee confidence and engagement predate the pandemic. As noted in the Canadian outlook of our 2021 Global Culture Survey, turnover due to workplace culture cost organizations more than $223bn between 2014 and 2019. In the public sector, employees, managers and senior leaders appear to share many of the same top concerns. Everyone wants to see a shift in mindset across the administrative and executive branches of government at the provincial and federal level; they want to be able to move faster to adopt new skills, tools and methods of collaboration. They see the progress that’s been made and the potential for a more agile, flexible and forwardthinking culture. Going back to the way things were pre-pandemic is no longer an option—doing so will only drive talent away. Look to culture to lead the way Cultural transformation and evolution tends to start at the top. Yet one of the greatest challenges an organization can face is disconnection between the values and priorities of its senior leaders versus those of employees. We’ve observed this in government, but our research shows it’s a problem for all sectors across Canada. Only 61% of employees surveyed believe that their work culture is conducive to successful change initiatives, and fewer than half—46%—think these efforts will take their incentives, compensation and benefits into account in practical, impactful ways. A diverse workforce entails diverse motivations, values and work styles that challenge the workplace conventions familiar to many government institutions. But diversity isn’t the problem—it’s the solution. By doubling down on diversity, equity, inclusion and belonging, organizations of employees believe their work culture positively differentiates their organization, a relatively low number when compared to the 63% of senior leaders who feel the same way of employees think their senior leaders act as role models for their organization’s purpose, values and culture, leaving significant room for growth at many organizations 41% 56%
cultivate more welcoming workplaces that invite great talent and a wide spectrum of voices and views. Innovation, efficiency and effectiveness are characteristics of diverse organizations. So where can public-sector leaders start? It begins with genuinely listening to employees—not just gathering their input, but acting on it in meaningful ways. That’s what closes the trust gap. Senior leaders can also make the most of their management teams to bridge the divide across their dozens, hundreds or even thousands of employees. At large organizations, employees experience culture in a bubble, and the leaders of small teams have the most powerful influence on that experience. Establishing stronger and clearer communication with the middle level of the organization, and training leaders at all levels in culture building, is a strategic investment that can help amplify messages across the board. Takeaway: Culture is the crucial—and missing— component The rise of hybrid workspaces has fractured the sense of community that traditional organizational culture was built on. As a result, the workforce feels increasingly fragmented. Leaders have to reshape, redesign and redefine what culture looks like for the workforce of the future—and therein lies an 16 / Canadian Government Executive // October/November 2022 WORKFORCE incredible opportunity. In the past, organizations could allow workplace culture to develop passively, through simply being together in the same space. But what happens to a culture when it’s left unmanaged? Though requiring action and intention, it’s ultimately much more productive to find real alignment around a common purpose. The move to hybrid work gives organizations a unique opportunity to build a culture that incorporates flexibility and new thinking around the skills, leadership traits and talent that help teams thrive. As employees adapt to new ways of working, we’ve seen how investing in upskilling pays off through enhanced productivity and greater confidence that they can access the right tools for the job. But to fully realize these benefits, leaders must also model a culture that encourages remote employees to contribute, collaborate and freely share ideas in new ways. To feel like they belong, employees need the culture to resonate with their values. And that’s what leaders must respond to. But there is no one size that fits all. Culture needs to be examined and audited at the macro and micro level. We’ve been waiting for this moment: many government organizations are having conversations around building a culture that reflects the whole team, and that’s a sign of meaningful change to come. The great resignation meets the great transformation For Canada’s public sector, embracing digitized and distributed work is also a chance to save on costs. From a financial perspective, the transformations taking place today can lead to a 40% reduction in real estate footprint and a 30% reduction in locations, while also cutting operating expenses by a quarter and travel expenses by half. These are significant savings. But reimagining the government workplace of the future isn’t just about reducing real estate costs. Creating a more flexible office environment that supports new ways of working can generate significant value for employers and employees alike. We’re seeing organizations reconfigure existing spaces to include more collaborative and interactive environments that reflect today’s values, cultural norms and trends that lean on inclusivity and belonging. Aligning your real estate, workforce and technology investments can enhance the overall employee experience, which in turn helps your organization access new sources of talent while becoming more agile and productive. The rise of hybrid workspaces has fractured the sense of community that traditional organizational culture was built on. As a result, the workforce feels increasingly fragmented.
October/November 2022 // Canadian Government Executive / 17 WORKFORCE Yet leaders should commit soon. There are tangible costs—ongoing rent payments, lease agreements—associated with hesitancy to move to a hybrid model. Those who face the initial costs of transformation early will come out ahead longer term. Whether or not they retain their current offices, public-sector organizations would be wise to capitalize on the talent opportunities in front of them. Many already are. A virtual workforce means there’s a wider talent pool to hire from, and this brings substantial benefits: • organizations can attract niche specialists to contribute the specific skill sets they need • employers can enhance diversity by broadening their recruitment efforts • workplaces can gain a competitive advantage by offering the flexibility employees want These trends favour both the public sector and its potential workforce. Today, being located outside of Ottawa, whether that’s Charlottetown, Brandon or Yellowknife, no longer needs to exclude people from having fulfilling careers with the federal government. That’s a great advantage for them, but it’s also significant for the public sector in general. Takeaway: Government has entered the era of employees Having an engaged workforce is everything, especially for the government. So much good work can be done when people are passionate about making a difference—but when they’re languishing in mundane work that doesn’t seem to matter to them or anyone else, it furthers the digital divide and is costly for employers, for Canadians and for their own sense of achievement. The emerging priorities of many employees are clear. They want community, not commutes, and they want to have time for what matters most—friends, family and most of all a work-life balance—while also being exceptional in their roles because they genuinely care about the work they’re doing. By committing to both a flexible, hybrid work model and a more positive, equitable culture, public-sector employers can create an environment that attracts and retains the talent they need. Now, and in the future, employees hold the power—and really, people remain the most important asset of an organization. Treat the workforce as an investment, and see the dividends grow For the workplace of the future, cultural transformation is as important as technological transformation: both are long-term investments for a new way forward. But to realize returns on these investments, leaders need to be open, flexible and know how to listen. That’s because the future of work is all about being deliberate, and not leaving organizational change to chance. These aren’t temporary adjustments, nor are they oneoff initiatives that can be completed within a year or a two. It’s a permanent commitment. Collectively, we need to forge a path forward that fulfills and engages employees for the long term, not only because it’s financially responsible, but because our people are worth it. Kathy Parker, Partner, National Workforce of the Future Consulting leader, PwC Canada Laura Wood, Partner, Government and Public Sector ERP transformation, PwC Canada Stefanie Couture, Director, People and Organization, PwC Canada By committing to both a flexible, hybrid work model and a more positive, equitable culture, public-sector employers can create an environment that attracts and retains the talent they need. Now, and in the future, employees hold the power—and really, people remain the most important asset of an organization.
in an unpredictable environment, we in the Government of Canada (GC) must modernize how we manage technology and technological change to keep government responsive and resilient so that it meets the changing needs and expectations of Canadians and Canadian businesses. Aligned with the government’s decree, and specific to healthcare, the PanCanadian Health Data Strategy focuses on strengthening the foundations of healthcare data management across the country. The Pan-Canadian Health Data Strategy asks government healthcare agencies to: • modernize health data collection, sharing, and interoperability • streamline and update their approach to privacy and access • clarify accountability, sovereignty, and health data governance to bring meaningful change in the way governments share health data NAVIGATING A DIGITAL FUTURE IN THE PUBLIC SECTOR By Greg Chappell 18 / Canadian Government Executive // October/November 2022 PERSPECTIVE Sponsored Content There’s a public rallying cry to support these government-led initiatives. Citizens want the immediacy, convenience, and access that is fostered by digital and data transformation; features that they already receive from the commercial side of the industry. Canadians expect to be able to access government services at any time, on any device. Most citizens agree that government departments should improve interdepartmental communication of personal information, to enable faster, more accurate service and better care. However, while Canadian citizens recognize the benefits of a digital and data transformation of the public sector, they are also deeply concerned about how their data is being used and managed, and what is being done to ensure their data remains private and secure. Ready or not, it’s time to act on the government’s call for this much-needed digital modernization. But digital transformation requires data transformation, Marc Brouillard, Chief Technology Officer for the Government of Canada, has called for a digital transformation within the public sector, highlighting the urgent need for IT modernization in our rapidly changing world. Brouillard states: As Canada’s economy recovers from the pandemic, the need for digital government is more pronounced than ever: a government that is more open and more collaborative and that provides improved digital-first, usercentred services and programs. To make digital government a reality Greg Chappell, Vice President of Sales, ThinkOn
and with it comes the question of what to do with all your data. Used effectively, data can streamline delivery of public services, reduce fraud and human error, and catalyze huge operational efficiencies—but data transformation also forces you to face many potential unknowns. How do you use cloud technologies while building infrastructure and application resiliency? How do you remain on budget as your data footprint escalates? And the most important question of all: How do you break down organizational silos to make the data more valuable, useable, and searchable for analytics and decision-making, while maintaining data sovereignty, security, and privacy for every citizen’s data? Answering challenges ushered in by data transformation So, you’ve probably already begun building a hybrid cloud environment with data sitting on-premises and in multiple clouds—you likely have data housed in some combination of Azure, AWS, Google, and SaaS providers such as Microsoft 365. As your data gets dispersed between clouds, finding that single source of truth becomes increasingly difficult. We recommend that you have a trusted and highly secure location for your single source of truth—from which your applications can access clean and protected compliant data. The problem with using a hyperscale cloud provider to store your source of truth data lake? Cost. Not just the cost of the initial storage, which adds up over time, but also the cost to get your data back when you need it. Furthermore, data footprints aren’t declining; they’re increasing. It’s like having to pay a ransom to get your data back—and the ransom payment grows as your data grows. One of ThinkOn’s great differentiators is that there’s no cost to retrieve your data. We believe in transparent pricing with no hidden fees—ingress, egress or otherwise. You should know exactly what you’re paying for. We’re Canadian, after all, and that’s just polite business. You also need to know exactly what you are backing up, where it will be stored, and that Canadians are accountable to keep your data safe. For example, Microsoft 365 is deployed extensively throughout each level of government. It’s a common misconception that Microsoft 365 takes responsibility for your data. The reality is that if something happens to your data, something outside of Microsoft’s responsibilities, such as data corruption, security threats, application failure, retention policy gaps, disabled accounts, or accidental deletion, it’s not Microsoft’s problem—it’s yours. Yet, fewer than 25 per cent of Microsoft 365 users have dedicated third-party protection even though 70 per cent of organizations will have suffered a business disruption due to unrecoverable data loss in a SaaS (Software-as-a-Service) application. You may have your Microsoft 365 data backed up or retained temporarily to Azure, but that’s dangerous too. It’s bad practice to use the same cloud for your applications and your backup. If you’re using Azure to backup Microsoft 365 and Azure goes down, then you’re going to lose access to your applications and your data. Backup best practice is to have a secondary safe to house your Microsoft 365 backups—built into your single source of truth. Trust your Canadian data to Canadians ThinkOn is a proudly Canadian-owned and operated cloud solution provider (CSP) with a global data centre footprint. With cloud locations across Canada, ThinkOn is the only Canadian CSP capable of offering complete data sovereignty to the Government of Canada, including operational supply chain sovereignty. We are PBMM certified and the Canadian VMware Sovereign Cloud partner. ThinkOn is by far the safest place for your data to reside. We can handle any data and cloud storage use case you may have, always aligning the type of storage with your business requirements. ThinkOn offers production storage for production workloads, standard object storage for high volumes of unstructured data, offline cold storage for long-term data archiving to keep costs down, and secure data archival services. For public sector agencies under any level or division, from military to healthcare, federal to municipal, we have the experience and the solutions to help you digitally transform your data under the Shared Services Canada Framework Agreement for PBMM workload. Consider us your dedicated department of data-obsessed experts. As such, we will protect your data like it’s our own, making it more resilient, secure, workable, and searchable. If you’re interested in how we serve public sector entities across Canada or have more data questions, contact Greg Chappell at greg.chappell@thinkon.com or sales@thinkon.com. www.thinkon.com | LinkedIn | Twitter References: 1. “Digital Operations Strategic Plan: 2021–2024,” Government of Canada, July 2021. https:// www.canada.ca/en/government/ system/digital-government/government-canada-digital-operations-strategic-plans/digital-operations-strategic-plan-2021-2024. html 2. “Citizens First 8,” Government of Canada Jurisdictional Report, Revised June 2018. https://citizenfirst.ca/research-and-publications/citizens-first 3. “2018–19 Survey of Canadians on Privacy,” Final Report Prepared for the Office of the Privacy Commissioner of Canada; March 11, 2019. https://www.priv.gc.ca/ en/opc-actions-and-decisions/ research/explore-privacy-research/2019/por_2019_ca/ 4. IDC, “Microsoft’s Office 365 Data Protection Strategy: Ignoring Backup and Recovery is Risky for Resilience, Continuity, and Productivity.” https://www.idc.com/getdoc. jsp?containerId=EUR147031720 5. Gartner, “Assuming SaaS Applications Don’t Require Backups is Dangerous.” https://www.gartner. com/en/documents/3913382/ assuming-saas-applications-dont-require-backup-is-dangerous October/November 2022 // Canadian Government Executive / 19 Sponsored Content PERSPECTIVE
MIDDLE MANAGEMENT 20 / Canadian Government Executive // October/November 2022 Vision is about creating public value. It relies on a professional public service that is agile, networked, proactive, responsive, outcomes-driven, and future-oriented. Its capacity draws on two skill sets: (1) Analysis that synthesizes consultation, evidence, and technology in policy advice; and (2) Strategy that leverages risk, foresight, and resilience in problem solving and decision making. ALIGN VISION, POLICY, AND STRATEGY BY JOHN WILKINS VISION WITHOUT ACTION IS MERELY A DREAM. ACTION WITHOUT VISION JUST PASSES THE TIME. VISION WITH ACTION CAN CHANGE THE WORLD. — JOEL A. BARKER
October/November 2022 // Canadian Government Executive / 21 MIDDLE MANAGEMENT Most people choose with their head but act with their heart. Beyond logic, they desire to contribute to something bigger than themselves. Extraordinary results are possible when real, human emotions inspire meaning and purpose. Change is more likely when people know the facts and why they should care. Resistance to change may indicate that the heart is not fully engaged. Managing a project or organizational change means clearly answering: “What will be different when we are successful?” Making decisions about changes that are consistent with the vision typically involves multiple stakeholders who fund, implement, and benefit from the work. Constantly reminding people of what will and will not change avoids mission creep, misaligned expectations, and wasted resources. Changing the world In 2015, the United Nations adopted Transforming our World: the 2030 Agenda for Sustainable Development. The 193 countries of the General Assembly committed to achieving 17 Sustainable Development Goals (SDGs). The development agenda is focused on accelerating progress against ambitious global improvements in diverse socioeconomic issues. Attaining these goals envisions multi-faceted efforts by governments, development agencies, communities, and individual citizens. Successful projects and interventions depend on the right strategies, evidence-based policies, excellent execution, and behavioural change. The SDGs create a new narrative for development and transformation. Organisation for Economic Co-operation and Development (OECD) countries like Canada have responded with work on policy coherence, institutional coordination, evidence-informed policy, and public service competence. Planning considers how the SDGs frame thinking about complex policy challenges. National schools of government embed sustainable development dimensions in training opportunities for public servants. For example, the United States is revising accreditation standards for graduate programs to include SDG 16 on Peace, Justice and Strong Institutions. Korea and Costa Rica are broadening work with outside partners. Spain is establishing a knowledge bank. Ireland is investing in project management as a skill central to SDG implementation. The Netherlands, Dubai, and Bahrain are infusing the SDGs into education curricula. The OECD’s 2019 Recommendation on Policy Coherence for Sustainable Development offers a comprehensive instrument to help member and partner countries equip policy makers. Its eight principles are organized around three pillars: (1) strategic vision for implementing the 2030 Agenda; (2) institutional and governance mechanisms for addressing policy interactions; and (3) tools for anticipating and assessing policy impacts. The Recommendation’s online guidance and implementation toolkit support public servants in responding to complex, interconnected, global policy challenges. Lessons for managers A shared vision starts with agreement on common goals. Strategic focus is riveted when hard budget constraints, core issues, and result commitments are articulated. It is all right to adopt an asymmetrical vision that differentiates the reasons and implications of applying different reforms in different settings. Cloning, as straightforward transfer of “best practice”, is rarely appropriate. Imagination and intuition bridge the gap between concept and practice. Canadian reforms are shifting from a drive to devolve and delegate to the challenge of achieving good governance. Policy formalizes government commitment to change and stimulates innovation. Over time, policy may also constrain creativity by institutionalizing the status quo through negative reinforcement. The reform community eventually has to escape policy capture to attract wider commitment to a shared vision and agenda for action. The Government of Canada is rethinking the form and function of its policy suite in favour of less regulatory and more collaborative administration. Whether reframing health as wellness, enhancing quality of life, or stretching social justice outcomes, government must be intentional and thoughtful about change. The path forward must alleviate skepticism, overcome cultural and hierarchical barriers, and protect investments that improve lives. None of this is possible without transformational leaders who shortlist priorities and embrace directional targets. Trying for too many unattainable goals obfuscates the reality of the vision. John Wilkins is a Teaching Practitioner with the School Of Public Policy and Administration at York University. He was a Career Senior Public Servant and Diplomat. (wilkins@yorku.ca) Policy formalizes government commitment to change and stimulates innovation. Over time, policy may also constrain creativity by institutionalizing the status quo through negative reinforcement. The reform community eventually has to escape policy capture to attract wider commitment to a shared vision and agenda for action.
RkJQdWJsaXNoZXIy NDI0Mzg=